2013 to 2014

As 2013 comes to a close, I’d like to thank each and every member of the MPMC family for their commitment to providing the highest quality patient-centered health care possible. This year has marked many advancements for the MPMC team and has made us stronger as we continue to grow. As we look forward to a new year and the progress that awaits, I want to provide you an update on some important initiatives on which we have been working. · Dr. Rebecca Wiebe of Surgical Specialists of Colorado will begin seeing patients at Middle Park Surgical Center four days a week on February 7. The goal is to increase days through 2014 to increase the availability of surgery in Grand County. · We are working to secure an interim human resources director and hope to have that person in place in January while we continue to recruit a full-time director. · Our new health information management manager will join us January 6. This should give us a good position to be more proactive in our charting and auditing of patient records as well as better position us for the ICD-10 crossover next year. · As our new Director of Marketing and Public Relations, Michelle Balleck, gets acclimated with the MPMC family, she will be meeting with directors and managers to develop a comprehensive communication plan for our organization. Please look forward to increased communication within and outside of MPMC. · Our Service Excellence Initiative is proceeding well. Currently we are focusing on the patient experience and how it is impacted by quietness and cleanliness. Trainings for staff will begin in 2014, and we look forward to the improvements to patient care we can all strive to achieve. · Chief Financial Officer Brendan Gale, along with others from the organization, will be having a budget meeting in January to finalize a revised budget for 2014. · Brendan and his team are working to standardize the revenue cycle and resolve reimbursement concerns. This is one of our primary goals for 2014 as we strive to improve cash flow and our billing processes. I am optimistic to enter a new year with many possibilities with all of the MPMC team. We have many opportunities in front of us to continue to grow the level of patient care we offer to all of Grand County! Happy New Year!

Congratulations!

Service Excellence Initiative

 

 

Middle Park Medical Center strives to provide world-class Service Excellence to

continuously improve the patient experience, employee satisfaction and physician
engagement at our facilities. We have launched our Service Excellence Initiative,
which will be implemented throughout the MPMC family during the next three years.

The Service Excellence Initiative will enhance the experience for our patients, their
families and our community, as well as ourselves, and will move Middle Park Medical
Center forward in becoming the health care provider and employer of choice in
Northwest Colorado.

As part of this project, we have selected the following leaders within our

organization to lead the first phase of implementation. The Service Excellence Council
will provide leadership and communication to the Service Excellence Initiative. The
Service Excellence Advisors will lead Service Excellence Initiative workshops for the
entire MPMC staff and guide us through implementation of customer service
improvement projects.
 

Service Excellence Council

David Solawetz, RN, CQO, Chair

Janet Peters, Program Director
Carmen Covington, CNO
Zane Gray
Miranda Marsh
Bridget Newman
Bethanie Reynolds
Jeanine Shunk
Jason Stuerman, MD
Theresa Vague

Service Excellence Advisors
Jean Anderson
Alexis Bates
Amanda Haight
Jeff Hoffman
Mary Meeks
Holly Peck
Evaldas Pilkis
Chris Porter
Daniele Porter
Marjorie Pfeffer
Chris Trimmer
Darren Zunno

Please look forward to further information as we progress with the Service

Excellence Initiative into 2014! This initiative will enable us to reach higher levels of
customer and employee experience. Your commitment to MPMC and patient
satisfaction is paramount to make this initiative successful!

Old acquaintances...

As we move toward a stronger relationship with Centura here are some facts on them and what they have to offer. 

WHO – Centura Health is a joint venture between Adventist Health System a mid-west and southern hospital system with net revenues in excess of $6.5 Billion and Catholic Health Initiatives (CHI) a national hospital system that has net revenues in excess of $10.5 Billion, which puts them in the top 10 not-for-profit hospital systems in the country. Centura and Adventist/CHI are faith based organizations and all share the common mission of “promoting the healing ministry of Christ.”  Centura and Adventis/CHI work with a lot of affiliate hospitals, and while it is faith based, they do not require affiliated organizations to comply with are parts of their operating dogma.  Centura Health is the largest healthcare system in Colorado with net revenues exceeding $2.5 Billion, with hospital’s throughout the state and provide other healthcare services, including home health, nursing home care, and other ancillary services. http://www.centura.org/

 

WHY

·        Proximity to St. Anthony’s and St. Anthony’s Summit.

·        Well positioned geographically in the intermountain and front range to take advantage of population based medicine (See: Map of Centura CAH’s) and has a growing presence on the eastern side of the state with affiliate and owned hospitals in Western Kansas (http://www.centura.org/Workfiles/maps/CH-map-AllFacilities.pdf)

·        Annual per-capita spending on healthcare in the U.S. exceeds $8,233 per  person or $123,495,000 in Grand County alone. Total population in the Centura affiliate hospital counties exceed 150,000 with net healthcare expenditure in excess of $1.3 Billion. This doesn’t even include the tourism base that consumes another $100,000,000 in healthcare while vacationing in affiliate counties (Jackson, Grand, Summit, Alamosa, Chaffee, Clear Creek, Costilla, Fremont, Lincoln, and Park). Adjacent counties hold an additional 250,000 people.  Gaining a larger market share for MPMC in our area would be momentous. 

·        Centura 2020 mission to move upstream to help  http://www.centura.org/move-upstream-to-manage-health

·        Improved revenue cycle management (ICD-10, HIPPA compliance, value based purchasing, HCAPS)

·        Process efficiencies and economies of scale that would reduce costs  dramatically. 

• New agile leadership to respond quickly to the needs of MPMC

·        Expanded service lines (Surgical, inpatient, home health, nursing home, etc.)

     ·        Access to high end services like legal, consulting, marketing, accounting, etc.

·        Improved viability as we face Affordable Care Act, ICD-10, Value Based Purchasing and Pay for Performance, Elimination of CAH Payments, Patient Centered Medical Home, etc.